OAfrica
Children in Families
OAfrica
EIN: 56-2617512
as of September 2024
as of September 09, 2024
Mission
OAfrica's purpose is to support orphans and vulnerable children in Ghana through programs in Care Reform, family support, education, and development. Our goal is to ensure that children grow up in safe and permanent family settings with appropriate care and protection.
Ruling year
2007
Founder & CEO
Lisa Lovatt-Smith
Main address
4470 W Sunset Blvd #97480
Los Angeles, CA 90027 USA
Formerly known as
Orphanage Africa
OrphanAid Africa
EIN
56-2617512
Family services
Foster care
Youth services
Population served
Children and youth
Parents
NTEE code
Children's and Youth Services (P30)
Foster Care (P32)
Family Services (P40)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990-N.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Care Reform In Ghana ● To change society’s attitude towards, and the regulations surrounding, de-institutionalization and respect for rights of women, children, young people, and families. ● To support the tracing of the families of those children and young people now in institutional care or otherwise separated from their families. ● To enable the resettlement of these children and young people in kinship care with their families. ● When a safe and loving environment is not available in the child’s original family, to support regulated foster families providing a permanent home through resettlement packages and cash transfer ensuring that children and young people in family-based care receive quality education, support healthcare, and have the opportunity to achieve their life goals.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Family Support Services,
OrphanAid Africa's programs aim to reduce
child abandonment and family disintegration in Ghana. Through OA initiatives, orphans and
vulnerable children can grow up in a safe and permanent family environment where
they are able to receive adequate care and protection. Families are offered support to more
effectively care for their children, creating a more stable environment and opportunity for achievement both within the family as well as within the community.
OAfrica’s Family Support Services program supports the most vulnerable families so they have the
means to take care of their own children as well as greater opportunities to become self-sufficient. The primary goals of FSS are:
Prevention: To prevent the disintegration of
families through linkages with strategies that strengthen families such as
Ghana’s Livelihood Empowerment against Poverty (LEAP) and National Health
Insurance programs, educational scholarships, food packages and other support
programs.
Reintegration: To find loving extended family
members who are able to create a caring and stable environment when the child
is separated from his or her parents.
Fostering: To find temporary care with
specially trained foster care providers who are able to create a caring and
stable environment for the child until a more permanent solution is available. OA has established a Foster Family Community (FFC) in order to adequately support children that cannot be immediately resettled with their extended families or adopted.
Care Reform
The primary goals of Care Reform, keeping children out of orphanages and in families:
Prevention: To prevent the disintegration of
families through linkages with strategies that strengthen families such as
Ghana’s Livelihood Empowerment against Poverty (LEAP) and National Health
Insurance programs, educational scholarships, food packages and other support
programs.
Reintegration: To find loving extended family
members who are able to create a caring and stable environment when the child
is separated from his or her parents.
Fostering: To find temporary care with
specially trained foster care providers who are able to create a caring and
stable environment for the child until a more permanent solution is available. OA has established a Foster Family Community (FFC) in order to adequately support children that cannot be immediately resettled with their extended families or adopted.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of students who receive scholarship funds and/or tuition assistance
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
in the last 20 years
Number of children with a disability supported to live at home
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of youth and families who receive planned aftercare services for 3 months post-discharge
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Round figures, in the last 20 years
Number of youth and families for whom the treatment and support plan is implemented as specified by the therapist
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of youth and families for whom a strengths-based assessment is completed
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
over the last 20 years
Number of children in foster care who have stable placements
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Decreasing
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
OAfrica's overall goal is to assist in the closure of all orphanages in Ghana and fully establish a family-based care system as alternative to institutionalisation, all over Ghana. This approach is based on international best practices and it is hoped that it will be adapted by other countries all over Africa.
Our aim is to further push for the implementation of policies addressing the plight of orphaned and vulnerable children, in order to improve their living conditions and uphold their rights in the long term.
What are the organization's key strategies for making this happen?
- Direct support of orphaned and vulnerable children and their families (school fees, micro-credits, medical costs etc.)
- Training (parenting, de-institutionalization, reunification)
- Regular meetings with OVC steering group at government level
What are the organization's capabilities for doing this?
- Highly classified social workers
- 20 years experience in working with OVC in Ghana
- Well connected with public agencies and other children's rights organisation
What have they accomplished so far and what's next?
The progress has been very positive so far, with most children / adolecents excelling in their education. The families are actively trying to become self-sufficient in the long run.
So far, only half of Ghana's illegal orphanages have been closed down. There are still about 4,000 chidren in institutional care, which we hope to integrate into family-based care.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
1.80
Months of cash in 2019 info
2.2
Fringe rate in 2019 info
0%
Funding sources info
Assets & liabilities info
Financial data
OAfrica
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of OAfrica’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2014 | 2015 | 2016 | 2018 | 2019 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $6,174 | -$818 | -$8,002 | $4,646 | -$261 |
| As % of expenses | 6.1% | -0.9% | -23.6% | 70.6% | -1.2% |
| Unrestricted surplus (deficit) after depreciation | $5,818 | -$1,174 | -$8,356 | $4,646 | -$261 |
| As % of expenses | 5.8% | -1.4% | -24.4% | 70.6% | -1.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $106,915 | $85,419 | $25,905 | $40,116 | $22,359 |
| Total revenue, % change over prior year | 25.5% | -20.1% | -69.7% | 0.0% | -44.3% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $100,741 | $86,237 | $33,907 | $6,582 | $21,589 |
| Total expenses, % change over prior year | 1.4% | -14.4% | -60.7% | 0.0% | 228.0% |
| Personnel | 16.3% | 8.1% | 0.0% | 0.0% | 0.0% |
| Professional fees | 35.2% | 25.8% | 24.2% | 40.8% | 8.0% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 32.8% | 58.1% | 53.0% | 0.0% | 62.8% |
| All other expenses | 15.8% | 8.0% | 22.8% | 59.3% | 29.2% |
| Full cost components (estimated) info | 2014 | 2015 | 2016 | 2018 | 2019 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $101,097 | $86,593 | $34,261 | $6,582 | $21,589 |
| One month of savings | $8,395 | $7,186 | $2,826 | $549 | $1,799 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $109,492 | $93,779 | $37,087 | $7,131 | $23,388 |
Capital structure indicators
| Liquidity info | 2014 | 2015 | 2016 | 2018 | 2019 |
|---|---|---|---|---|---|
| Months of cash | 0.9 | 1.4 | 0.2 | 7.1 | 2.2 |
| Months of cash and investments | 0.9 | 1.4 | 0.2 | 7.1 | 2.2 |
| Months of estimated liquid unrestricted net assets | 0.7 | 0.7 | -1.0 | 3.8 | 1.0 |
| Balance sheet composition info | 2014 | 2015 | 2016 | 2018 | 2019 |
|---|---|---|---|---|---|
| Cash | $7,171 | $10,361 | $471 | $3,880 | $4,028 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $1,778 | $1,778 | $1,778 | $1,778 | $1,778 |
| Accumulated depreciation (as a % of LBE) | 60.1% | 80.1% | 100.0% | 100.0% | 100.0% |
| Liabilities (as a % of assets) | 13.8% | 47.6% | 681.7% | 47.1% | 55.5% |
| Unrestricted net assets | $6,790 | $5,616 | -$2,740 | $2,062 | $1,791 |
| Temporarily restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $6,790 | $5,616 | -$2,740 | $2,052 | $1,791 |
Key data checks
| Key data checks info | 2014 | 2015 | 2016 | 2018 | 2019 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | Yes | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Founder & CEO
Lisa Lovatt-Smith
Lisa Lovatt-Smith in 2016 in Barcelona.
Lisa Lovatt-Smith, writer, fashion journalist and child activist, is the former Fashion Director of Spanish Vogue magazine and founder of OAfrica, a charity that supports vulnerable children.[1]Resident in Accra, Ghana since 2002, she has brought her contacts in international fashion and culture to spread awareness on the urgent need to get children out of orphanages and into family based care.
At the age of 23, Lisa fostered an orphan girl named Sabrina.[8]In 2002, during a volunteering trip to Ghana with Sabrina, Lisa founded OAfrica, an organization focused on keeping kids out of orphanges and reuniting them with their families. OAfrica helps more than 5,000 children a year, providing healthcare, startup capital, resettlement packages and scholarships and they also find foster families for the few with no possible family placements .[9] Since 2002,Lisa has been working in Ghana, campaigning against corrupt private orphanages.
Number of employees
Source: IRS Form 990
OAfrica
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
OAfrica
Board of directorsas of 06/08/2023
Board of directors data
Mr Terry Oppong
No Affliation
Term: 2020 - 2025
Ashley Allison
no affliation
Edward Asante
no affliation
Nana Brew-Hammond
no affiliation
Denise Powell
Terry Oppong
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 02/11/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
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